The Royal Tasmanian Botanical Gardens is a Statutory Authority, established by the Royal Tasmanian Botanical Gardens Act 2002 and managed by the RTBG Board. The seven member Board is appointed by and reports to the Minister for Parks, and is responsible for managing, conserving and enhancing the Gardens in accordance with the Act.
The responsible Minister is the Minister for Parks, Hon Jacquie Petrusma MP, and the supporting agency is the Department of Natural Resources and Environment Tasmania.
The vision of the RTBG is to create and maintain an exceptional garden that enriches Tasmania’s social and cultural life, educates the community about the importance of plants, and contributes to the conservation of the flora of Tasmania and the world.
The RTBG is Australia’s second oldest botanical gardens and was established in 1818. The Gardens is home to the largest collection of mature conifers in the Southern Hemisphere and has the only subantarctic plant house in the world.
The mission of the RTBG is to sustainably manage the Gardens, conserve and develop its living collections and heritage, and create and deliver an exemplary and enlightening visitor experience and thriving organisational culture.
This chapter provides the RTBG’s financial information for 2022‑23 and over the Forward Estimates (2023‑24 to 2025‑26). Further information on the RTBG is provided at www.rtbg.tas.gov.au.
Table 26.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables of the Authority.
|
|
2022‑23
Budget |
2023‑24 Forward Estimate |
2024‑25 Forward Estimate |
2025‑26 Forward Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
Additional Operational Support |
200 |
200 |
200 |
200 |
|
Review of the Strategic Master Plan |
250 |
.... |
.... |
.... |
|
|
|
|
|
|
Additional funding is provided on a permanent basis from 2022‑23 to increase the Government’s contribution towards the operation of the RTBG to support the management, conservation and enhancement of the Gardens.
Additional funding is provided in 2022‑23 for the review of the Strategic Master Plan for the Gardens. The review will require project management and consultancy services. The Department of Natural Resources and Environment Tasmania will also provide in‑kind services to support the review.
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Revenue and other income |
|
|
|
|
|
|
Grants1 |
3 188 |
3 605 |
3 447 |
3 516 |
3 598 |
|
Sales of goods and services |
1 010 |
967 |
1 009 |
1 028 |
1 048 |
|
Interest |
20 |
20 |
20 |
15 |
10 |
|
Other revenue |
115 |
226 |
237 |
249 |
261 |
|
Total revenue |
4 333 |
4 818 |
4 713 |
4 808 |
4 917 |
|
Total income |
4 333 |
4 818 |
4 713 |
4 808 |
4 917 |
|
|
|
|
|
|
|
|
Expenses |
|
|
|
|
|
|
Employee benefits2 |
2 883 |
3 159 |
3 163 |
3 227 |
3 293 |
|
Depreciation and amortisation |
530 |
490 |
490 |
562 |
640 |
|
Supplies and consumables3 |
1 450 |
1 873 |
1 774 |
1 823 |
1 870 |
|
Total expenses |
4 863 |
5 522 |
5 427 |
5 612 |
5 803 |
|
|
|
|
|
|
|
|
Net result |
(530) |
(704) |
(714) |
(804) |
(886) |
|
|
|
|
|
|
|
|
Comprehensive result |
(530) |
(704) |
(714) |
(804) |
(886) |
|
|
|
|
|
|
|
Notes:
1. The variation in Grants in 2022‑23 and over the Forward Estimates reflects funding for the Review of the Strategic Master Plan and Additional Operational Support.
2. The increase in Employee benefits reflects the filling of positions that were previously vacant and resourcing to undertake the Review of the Strategic Master Plan.
3. The increase in Supplies and consumables primarily reflects the expenditure of donation funds on RTBG Board approved projects.
|
|
2022 |
2023 |
2024 |
2025 |
2026 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Assets |
|
|
|
|
|
|
Financial assets |
|
|
|
|
|
|
Cash and deposits1 |
7 506 |
6 992 |
3 386 |
144 |
(102) |
|
Receivables |
57 |
76 |
76 |
76 |
76 |
|
|
7 563 |
7 068 |
3 462 |
220 |
(26) |
|
|
|
|
|
|
|
|
Non‑financial assets |
|
|
|
|
|
|
Inventories |
90 |
90 |
90 |
90 |
90 |
|
Property, plant and equipment1 |
11 703 |
12 358 |
15 480 |
18 163 |
17 769 |
|
Infrastructure |
3 952 |
3 900 |
3 686 |
3 456 |
3 226 |
|
Other assets |
35 |
106 |
106 |
106 |
106 |
|
|
15 780 |
16 454 |
19 362 |
21 815 |
21 191 |
|
|
|
|
|
|
|
|
Total assets |
23 343 |
23 522 |
22 824 |
22 035 |
21 165 |
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
Payables |
40 |
105 |
105 |
105 |
105 |
|
Employee benefits |
810 |
758 |
774 |
789 |
805 |
|
Other liabilities |
81 |
175 |
175 |
175 |
175 |
|
Total liabilities |
931 |
1 038 |
1 054 |
1 069 |
1 085 |
|
|
|
|
|
|
|
|
Net assets (liabilities) |
22 412 |
22 484 |
21 770 |
20 966 |
20 080 |
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
Reserves |
16 706 |
17 494 |
17 494 |
17 494 |
17 494 |
|
Accumulated funds |
5 706 |
4 990 |
4 276 |
3 472 |
2 586 |
|
Total equity |
22 412 |
22 484 |
21 770 |
20 966 |
20 080 |
|
|
|
|
|
|
|
Note:
1. The variation in Cash and deposits, and Property, plant and equipment from 2023 primarily reflects the timing of the construction of the new Visitor Centre.
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Cash flows from operating activities |
|
|
|
|
|
|
Cash inflows |
|
|
|
|
|
|
Grants |
3 188 |
3 605 |
3 447 |
3 516 |
3 598 |
|
Sales of goods and services |
1 010 |
967 |
1 009 |
1 028 |
1 048 |
|
GST receipts |
166 |
186 |
469 |
438 |
170 |
|
Interest received |
20 |
20 |
20 |
15 |
10 |
|
Other cash receipts |
115 |
226 |
237 |
249 |
261 |
|
Total cash inflows |
4 499 |
5 004 |
5 182 |
5 246 |
5 087 |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Employee benefits |
(2 555) |
(2 800) |
(2 788) |
(2 844) |
(2 903) |
|
Superannuation |
(328) |
(359) |
(375) |
(383) |
(390) |
|
GST payments |
(166) |
(186) |
(469) |
(438) |
(170) |
|
Supplies and consumables |
(1 450) |
(1 873) |
(1 774) |
(1 823) |
(1 870) |
|
Total cash outflows |
(4 499) |
(5 218) |
(5 406) |
(5 488) |
(5 333) |
|
|
|
|
|
|
|
|
Net cash from (used by) operating activities |
.... |
(214) |
(224) |
(242) |
(246) |
|
|
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
|
Payments for acquisition of non‑financial assets |
(378) |
(300) |
(3 382) |
(3 000) |
.... |
|
Net cash from (used by) investing activities |
(378) |
(300) |
(3 382) |
(3 000) |
.... |
|
|
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
(378) |
(514) |
(3 606) |
(3 242) |
(246) |
|
|
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
7 884 |
7 506 |
6 992 |
3 386 |
144 |
|
Cash and deposits at the end of the reporting period |
7 506 |
6 992 |
3 386 |
144 |
(102) |
|
|
|
|
|
|
|